Summary
Imagine what you could do here. At Apple, we believe great ideas have a way of becoming great products, services, and customer experiences very quickly. Bring passion and dedication to your job and there's no telling what you could accomplish.

A successful Operations Product Development Manager has very strong interpersonal skills and relationship building skills with the ability to effectively influence peers and management. These roles require a deep understanding of consumer electronics components, supply chains, and manufacturing cost structures as well as DFMA knowledge. Are you a self-starter with a strong sense of ownership and a creative problem solver? Can you quickly switch between minute details and the big picture while working multiple projects with contending priorities? If yes, we hope you will consider joining our Apple team.



Description
Early Engagement:
• Understand key mobile technologies (Multitouch, LCD, Wireless Si, Flex circuits, Mechanical enclosures, etc) from a cost, supply chain, and technical perspective
• Identify cost trade-offs that stretch design limits
• Challenge generally accepted supply chain, design, and feature rules
• Present tradeoff recommendations to cross functional and executive teams
• Serve as a "one stop shop" to advise the development teams on operational, cost, and supply chain issues
• Influence the product roadmap from the business perspective as the advocate for the operations teams
• Drive the Procurement and Operations teams to prepare for the coming product roadmaps; identify and address gaps

Cost Management:
• Manage product cost based on a corporate margin target
• Assist Procurement managers (GSMs) in deriving accurate and bold should-costs
• Set individual cost targets for each component/module as needed
• Drive GSMs to meet these targets and/or should-costs
• Identify cost opportunities within the design envelope; work towards cross-functional implementation
• Optimize capital equipment budgets

Supply Chain:
• Develop the Supplier Plan of Record (SPOR) for each new product
• Facilitate discussions between Engineering, Operations, Procurement, and Quality team members for each key
component
• Focus on strategic supplier selection from a procurement standpoint
• Metrics on unexpected supply disruptions, unplanned post-ramp qualifications
• Present SPOR for approval by executive team

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